1	Perspectives on Technology Services and Impacts on Human Service Delivery
2	"PERSPECTIVES" PERSPECTIVES
3	"PERSPECTIVES" PERSPECTIVES
4	"PERSPECTIVES" PERSPECTIVES
5	Historically, technology has been in silos Programs born and changed over the years with little focus on reengineering Funding and program are often not integrated across program areas Welfare stigma
6	But today, pressures are mounting towards further integration
7	Technology is clearly at a cross roads
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9	"8 Critical steps to success" 8 Critical steps to success
10	"Four things every manager must..." Four things every manager must do regardless of position
11	IT Framework
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13	"Things we must solve together" Things we must solve together…
14	"PERSPECTIVES" PERSPECTIVES
15	Welfare Automation Efforts 1970’s Through 1990’s
16	"The state formalized the multiple..." The state formalized the multiple consortia strategy to mitigate issues raised about a single system approach Allowed up to four consortia Established the counties as the development entity Required the development of a mechanism to electronically exchange case information across consortia State’s Mandate Resolved Risks associated with the size/complexity of the development
17	"Saws Consortia" Saws Consortia
18	"ISAWS – 35 counties /..." ISAWS – 35 counties / 920,537 persons / 6,500 users M&O Phase but engaged in preliminary planning activities to migrate the 35 ISAWS counties to another SAWS consortium LEADER – 1 county / 2,691,192 persons / 11,000 users M&O Phase but engaged in considering the alternatives for meeting county automation needs after April 2007 when the current contract expires CalWIN –18 counties / 2,450,018 persons / 28,000 users Consortium-wide implementation anticipated for completion in July 2006 C-IV – 4 counties / 845,842 persons / 8,500 users
19	"Capturing Lessons Learned" Capturing Lessons Learned
20	LESSONS LEARNED #1 The Importance of Business Re-Engineering Opportunity for collaboration among counties Streamline and change business processes New business model defines needs upon which functional requirements are based
21	Business Process Re-Engineering GATEWAY - “one-stop shop” for guide to client services PLANNING –holistic/coordinated approach to client’s situation BENEFIT & SERVICE DELIVERY - accurate, timely, appropriate COLLABORATION – resource bank to meet changing client needs ACCOUNTABILITY, IMPROVEMENT & MEASUREMENT – track outcomes
22	LESSONS LEARNED #2 Chasing funding vs. Project needs & risks ....The right balance
23	LESSONS LEARNED #3 The Human Factor Change management Cultural change Prepare staff Train staff ..Implementing change is not without bumps…
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25	"Perspectives" Perspectives
26	Enhanced Federal Funding Period Selling money Strings attached Systems transfer Delayed schedules Some problems more serious Lots of lessons learned Executive leadership required Contractors and IT not magic Need to include end users and stakeholders
27	Reengineering Period You Name It:
28	Reengineering Period Michael Hammer, James Champy Focus: Blank page Workflow Organization acceptance Enabling technologies Service-oriented
29	CIO Period Infrastructure Standards Web-browsers, XML, APIs Did it work? Funding E-government Customer demand Information and communications technology (ICTs)
30	Customer Centric Period Breaking down silos Using enterprise view and technology for next generation of service Integration of technologies One-stop approach – portal Networked government Client/citizen/stakeholder Same data but different view
31	Example- the Health Enterprise Consolidated portal Access for all authorized stakeholders 100% Web-based Single sign-on Common look and feel for all components Architected to support the entire Medicaid enterprise MITA-aligned
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33	Summary on Lessons Learned Need for legacy systems Need for program integration Need for ICTs Need for standards Time is right: to focus on big picture when contracting out services, move to a customer centric solution
34	"PERSPECTIVES" PERSPECTIVES
35	Summary on Lessons Learned